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Leading Change in Multiple Contexts
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Leading Change in Multiple Contexts
Concepts and Practices in Organizational, Community, Political, Social, and Global Change Settings



July 2009 | 336 pages | SAGE Publications, Inc

Leadership Solutions

The first book to bring together both leadership and change theories, concepts, and processes, Leading Change in Multiple Contexts uses a consistent framework and the latest research to help readers understand and apply the concepts and practices of leading change.

Key Features

Brings together leadership and change concepts and practices in five distinct contexts—organizational, community, political, social change, and global

Draws from a wide range of classic and recent scholarship from multiple disciplines

Includes the perspectives of change and leadership experts

Offers real-life vignettes that provide examples of leading change in every context

Provides readers with application and reflection exercises that allow them to apply leadership and change concepts to their experiences

Leading Change in Multiple Contexts is designed for undergraduate and graduate courses in Change Management, Leadership, Organizational Behavior, Organizational Development, and Leadership and Change offered in departments of business, education, communication, and public administration, as well as programs focusing on leadership, public policy, community activism, and social change.


 
Acknowledgments
 
Introduction
The St. Luke Penny Savings Bank: A Change Vignette  
Purpose, Concepts, and Practices  
 
PART I. CONCEPTUAL PERSPECTIVES ON LEADING CHANGE
 
Introduction
 
Ch 1. Causality, Change, and Leadership by Gill Robinson Hickman and Richard A. Couto
Barbara Rose Johns  
Analytical Elements  
Conclusion  
 
PART II. LEADING ORGANIZATIONAL CHANGE
 
Introduction
The Environment of Organizational Change  
Purpose of Organizational Change  
Change Vignette: Technology Solutions Turns Disaster Into Dividends  
 
Ch 2. Concepts of Organizational Change
What Kind of Organizational Change Do We Want or Need?  
Conclusion  
 
Ch 3. Concepts of Leadership in Organizational Change
What Type of Leadership Do We Want or Need to Accomplish Change?  
Conclusion  
 
Ch 4. Organizational Change Practices
Which Practices Do We Employ To Implement Change?  
Conclusion  
Applications and Reflections  
 
PART III. LEADING COMMUNITIY AND ORGANIZATIONAL CHANGE
 
Ch 5. Community Change Context by Richard A. Couto, Sarah Hippensteel and Marti Goetz
Introduction  
Purpose of Community Change  
Change Vignette: Citizens for the Responsible Destruction of Chemical Weapons  
Concepts of Change  
Concepts of Leadership  
Change Practices  
Conclusion  
Application and Reflection  
 
Ch 6. Crossing Organizational and Community Contexts
Introduction  
Change Vignette: Microcredit to Rural Women  
Concepts of Change Across Organizational and Community Contexts  
Concepts of Leadership Across Organizational and Community Contexts  
Change Practices Across Organizational and Community Contexts  
Conclusion  
 
PART IV. LEADING POLITICAL AND SOCIAL CHANGE
 
Ch 7. Political Change Context by Richard A. Couto
Introduction  
Purpose of Political Change  
Change Vignette: Extraordinary Rendition  
Concepts of Political Change  
Concepts of Political Leadership  
Change Practices  
Conclusion  
Application and Reflection  
 
Ch 8. Social Change Context
Introduction  
The Purpose of Social Change  
Change Vignette: OASIS: An Initiative in the Mental Health Consumer Movement  
Concepts of Social Change  
Concepts of Social Change Leadership  
Social Change Practices  
Conclusion  
Application and Reflection  
 
Ch 9. Crossing Political and Social Contexts
Introduction  
Vignette: The Sikh Coalition  
Concepts of Political and Social Change  
Concepts of Political and Social Leadership  
Change Practices Across Political and Social Contexts  
Conclusion  
 
PART V. LEADING GLOBAL CHANGE
 
Ch 10. Global Change Context by Rebecca Todd Peters and Gill Robinson Hickman
Introduction  
Purpose of Global Change  
Change Vignette: Chad-Cameroon Pipeline  
Concepts of Global Change  
Concepts of Global Leadership  
Global Change Practices  
Conclusion  
Application and Reflection  
 
Ch 11. Crossing Global and Social Contexts: Virtual Activism in Transnational Dotcauses, E-Movements, and Internet Nongovernmental Organizations
Introduction  
Change Vignette: Is Global Civil Society a Good Thing?  
Concepts of Virtual Change  
Concepts of Virtual Leadership  
Virtual Change Practices  
Conclusion  
 
Conclusion: Connecting Concepts and Practices in Multiple Contexts
 
Epilogue: Leading Intellectual Change: The Power of Ideas by James MacGregor Burns
 
Index
 
About the Author
 
About the Contributors

Good, quality text on leading organizational change in various context.

Dr Clarence Williamson
College of Social and Behavioral Sciences, Walden University
March 4, 2014

I recommend this book for three different courses all of which relate to leadership and change. Feedback from students has been very positive; they like the links made between the disciplines of leadership and change and they like the accessible but academic style.

Dr Karen Blakeley
Business Law and Sport, Winchester University
December 31, 2012

A broad text that does bring together leadership, change and politics, but not very many examples from health, which is my main student backgruond at this Masters programme, so recommended as possible reading. On the reading list for the module.

Linda Lilley
School of Health, Northampton University
February 9, 2011

The course I teach on is not surrounding the subject matter of this book.Although it is a very appropriate topic for some areas I did not see this would quite 'fit' for the groups I am currently teaching.However,it may be useful for a new course I will be teaching on in Septemeber and I also found it useful for myself professionally.Thank you

Mrs Lynn Peters
Society and Health, Buckinghamshire Chilterns University College
January 4, 2011

This is a useful text for students of leadership/management. It covers the processes of leading change in great detail. As such, it is more of a 'dip in' text than a core reader for our students.

Dr Cate Watson
Education, Stirling University
November 24, 2010

The book is being considered to support a leadership element in a Masters in Education currently being designed for Sept 2011. We liked the style and level of this book. Good conceptual coverage. Good source book. Useful examples. Part 2 was the section of most relevance to us. I would recommend it to students for back ground conceptual reading on change.

Dr David White
Carnegie Faculty, Leeds Metropolitan University
November 17, 2010

This text is a little bit different to the many books available on leadership and change. It cleverly uses enduring and relevant exisitng models, theories and concepts to introduce new ways of thinking. The level of critical challenge is perfect for master's level students.

Ms Ceri Daniels
Sch of Education & Prof Development, Huddersfield University
November 15, 2010

Its an excellent text to be used for the PhD class as supplemental reading for the Non Profit Concentration.

Dr Faith Ngunjiri
Campolo College of Graduate and Professional Studies, Eastern University
August 12, 2010

although interesting, the context and examples are not specific enough for our course - even though there are 'transferable' concepts, students may get confused on this occasion!

Mr Ian Robson
Health Community and Education Studies, Northumbria University
April 20, 2010

Excellent examples of different ways to look at change and how it affects people.

Ms Christine Mortimer
Management , York St John University College
March 22, 2010
Key features
  • The book uses a consistent framework throughout for understanding and applying concepts and practices of leading change.
  • Each chapter begins with a vignette about real-life situations that provide examples of leading change in each context.
  • Application and reflection exercises allow readers to apply the information they learn.

Sample Materials & Chapters

Introduction

Chapter 5 - Community Change Context


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